Managed reporting systems and tracked program performance for the USAF RDT&E portfolio. Provided oversight of the integration of full-life cycle acquisition into strategy, requirements, policy, processes, funding, program execution, IT, and workforce management.

Led and managed ~$36B modernization account (2600, 3010, 3011, 3020, and 3080) to reprioritize investment funding toward higher priority requirements. Ensured no more that 1% per modernization account of funding expired at the end of each fiscal year. This practice allowed flexibility for upward adjustments and prevented future anti-deficiency violations.

Integrated, analyzed and defended the command, control, communications, and IT portfolio comprised of approximately 200 programs with a $17B budget. Performed duties as the Chief Architect of the Air Force, responsible for developing and applying the USAF enterprise architecture as a guide for system development.

Key programming leader during two program budget review (PBR) cycles and advocated USAF transformation and recapitalization initiatives to OSD and the Joint Staff.

Led POM initiative to review of all base realignment and closure (BRAC) decisions and ensured each realignment action was funded appropriately and that future year savings would be realized. Optimized BRAC resources across the entire four-year realignment period.

Comprehensive leadership role in the arena of information dominance. Directed all acquisition and modernization activities for USAF C4ISR programs and directed the planning and execution of a $28B program budget.

Served as liaison between the information dominance mission area and foreign governments, international organizations, senior USAF leaders, the Office of the Secretary of Defense, the White House, Congress, and industry and represented the US at NATO board of directors’ meetings for C2 Modernization in Europe.